craig.bovaird@indyrct.com
Cotillion · Confidential
Five customers, profiled the same way: the kind of company, where it sits in the channel, the people who use the product and the people who sign for it, and the value Cotillion offers each one. Built on an Ideal Customer Profile structure and the Value Proposition Canvas, for investors.
The business-model page answers who pays, when, and why. This page goes one level down, into who each customer actually is: the kind of company, where it sits in the channel, the people inside it who use the product and the people who sign for it, and the specific value Cotillion offers each one.
Every profile is built on two standard frameworks so the set reads consistently. The company view follows an Ideal Customer Profile structure (HubSpot): type, scale, position, and firmographics. The value view follows the Value Proposition Canvas (Strategyzer): the customer’s jobs, pains, and gains on one side, and Cotillion’s pain relievers, gain creators, and products on the other.
The ICP is the kind of company worth serving. Inside it sit distinct people: an economic buyer who signs, day-to-day users who live in the product, and influencers who shape the decision. Each profile names all three, because in the channel they are rarely the same person.
For each ICP the canvas lists the jobs it is trying to get done, the pains in the way, and the gains it wants, then maps Cotillion’s relievers and creators against them. Fit is where the right column answers the left.
MSP, vendor, and distributor are profiled in full. The channel marketing agency and the procurement officer follow as lighter, forward-looking profiles, because they matter to the story but do not carry pre-seed revenue.
This is the primary ICP and the revenue engine. The MSP pays from H1 at $100 AUD per vendor connection per month (founding cohort, grandfathered; $150 AUD list from customer 25), maturing toward ~$500 AUD per MSP across 3–4 strategic vendors. Volume plus near-term revenue is why the MSP leads.
Secondary ICP, and the moat. A priced vendor-intelligence line matures at H3, and the first vendor is most likely funded through a distributor’s MDF rather than a direct sale. The price on the intelligence layer is deliberately not set until the horizon arrives.
ICP3. As a conduit it funds MSP seats and the first vendor from H1, and is the most likely source of the first vendor dollar. Its own paying product arrives at H3, modelled in full but kept as channel and future upside for the raise rather than headlined.
A parallel persona and a wedge, folded into the distributor play. It is never a direct revenue line. Cotillion does its attribution reporting so it can run more campaigns, which is why the framing is augmented rather than replaced.
A future-state ICP and a demand magnet, not a payer. Monetisation stays on the supply side. This is the demand event that raises the value of the MSP’s profile spend, which is why the MSP pays to maintain that profile from H1.